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The paper used the case study approach to report on how a Fast Moving Consumer Goods (FMCG) company developed their Business Intelligence strategy. Many companies are aware of the benefits that Business Intelligence brings to the corporation— however struggle to have an appropriate or well defined strategy. The authors document in the paper how the company experienced limited benefits with their initial Business Intelligence implementation— however, the subsequent development of a Business Intelligence strategy allowed the firm to redress initial project short-comings across several business areas. The company's Business Intelligence strategy included elements that directly addressed governance and resource management, business technology alignment, innovation and skills capability. The research investigated the experiences of a global FMCG company regarding their Business Intelligence use and the findings may not be generalizable.

In sport there has been a reluctance to adopt new forms of technology unless it is associated with improving performance. However, in recent times, professional sport bodies have commenced using enterprise systems and data analytics for off-field activities. The authors use a case study approach in the paper to document the manner in which the National Football League (NFL) made available its vast array of historical and contemporary data to Fantasy Football participants through the adoption of an enterprise system that included in-memory processing and data analytics capabilities. Through a new player comparison tool, optimum player selections are made, enabling people to make more informed decisions on the management of their fantasy team. Furthermore, by making available its unique assortment of data to fantasy players, the NFL was able to expand its Fantasy Football platform. The paper provides insight into how other sporting bodies might be able to leverage their data capabilities.

Although Business Intelligence is seen as priority by many companies, the level of benefits achieved varies significantly between firms. Researchers have indicated that not having an effective Business Intelligence strategy is a significant issue in regards to trying to realize organizational benefits. This paper adopting a case study method investigates an Australian energy company's Business Intelligence adoption and the development of a Business Intelligence strategy that directly informed the firm's information needs. The important elements of this strategy included using a set of guiding principles to ensure that there was a close alignment of Business Intelligence outcomes with the company's needs. The paper provides insights for researchers and practitioners on the important factors need to be considered to achieve effective Business Intelligence.

This paper reports on a study that examined the relationship between a small winery cluster and the implementation of a government-sponsored Internet portal—the WinesOfGippsland.com site. Literature relating to industry clusters and Internet portals is examined to identify the beneficial features associated with portals and clusters. The paper makes a link between portal benefits and those typically associated with industry clusters, with the subsequent implications for policy. The study found that the winery business experience after portal implementation enhanced relationships between small wine producers, resulting in outcomes that included resource sharing, informal knowledge exchanges, and innovative practices that resulted in new product development. Indeed, these types of benefits tend also to be reported in successful clusters. Moreover, the authors argue that government policy may achieve more favourable outcomes in promoting e-commerce and Internet adoption in regional areas by identifying established business clusters (more so than ad hoc related groups) that can use their already established relationships quickly and appropriately to leverage the business benefits associated with new technologies.

Few studies have been conducted into the use of mobile technologies at community-based organizations. Community sport organizations (CSOs) typically operate within a defined geographic area and rely on the primary support of volunteers. Based on the characteristics of mobile-based information services, this article proposes a model that provides a guide for CSOs to classify mobile applications through four mobile utility factors and three innovation adoption determinants (cost, skill requirements, and compatibility). The model is supported visually by the use of Microsoft Excel generated "radar graphs" to illustrate desired practical and actual performance. The contribution of the theoretical model is one of providing a vehicle for evaluating mobile technology applications by CSOs to identify the potential effectiveness of mobile devices, particularly in a preadoption scenario.

Foreword -- Preface -- Overview -- Introduction -- Small business and the LIAISE framework -- A study of Australian small tourism businesses -- The Australian small tourism business vignettes -- Small Australian tourism businesses and LIAISE -- A study of English coastal small businesses -- The UK small coastal business vignettes -- Small UK coastal businesses and LIAISE -- Summary and lessons -- The overall story -- Take-away ICT lessons for small businesses -- Index